Published on: Mar 4, 2016
Transcripts - Preston Swift
PRESTON L. SWIFT
Experienced Leader and Manager
Battlefields to Boardrooms
The mission is always SUCCESS
• Position in mid to senior level
management where full use
of my 15 years of senior level
managerial experience can
Team Player & Team Leader
• Fifteen years experience in senior management
Operations positions in Operations and Program Management.
• Two and half years as second in command of one
Management of the largest military installations in California.
• Managed program sales for Dynamic Instruments, Inc.,
a high tech company providing sophisticated electronics
Process Management • At DHL/Airborne Express, streamlined operations
Productivity resulting in highest gross sales figures in the Western
Quality Control • As Operations Manager for Netflix, improved
Procurement operating efficiency by 25% in the first sixty days, and
reduced employee turnover by 27% while providing
Warehouse Management high quality entertainment to over half a million
Inventory Control subscribers.
• In-depth expertise in cutting edge electronic systems,
Materials inventory management, logistics, labor management
Distribution and warehousing with superior performance increasing
productivity, reducing costs and increasing market
Program Management share.
• BA degree in Business Management, specializing in
ACCOMPLISHMENT LIST . . .
• Increased daily productivity nearly 20% through • Managed crisis due to shortage of material
improved in-process inspections, streamlined for customer shipments. Increased on-hand
material flow, enhanced employee-management bulk storage by nearly 18% and shelf and bin
communications and daily feedback of storage by 15% resulting in an immediate and
production efficiency results. dramatic decline in customer complaints.
• Reduced employee turnover by 27% by • Developed better procedures to support rotable
improving new hire training process and spare parts pool and reduce missing parts and
paperwork. Reduced time for NCR technicians
strengthening mid-level supervisory leadership
to retrieve spare parts from spare parts pool.
• Increased sales and market presence by
• The reduction in employee turnover reduced
aggressively seeking new opportunities in
overall costs, improved the hub’s productivity,
foreign sales, which quadrupled RFPs received
reduced defective products from being shipped
and resulted in nearly $4k in un-forecasted sales
to valued customers, and improved employee
the first month.
• Developed and designed performance
• Improved efficiency, reduced costs, strengthened
matrices, customer feedback reports and
working relations with the USPS, and enhanced
readiness reporting standards, providing
customer satisfaction by justifying the capital
valuable data to identify reductions in operating
cost of additional processing equipment and
costs and eliminate redundant processes.
hiring additional part-time employees to
physically produce enough product.
ACCOMPLISHMENT LIST . . .
• Implemented bar code scanner technology
• Led 15 departments in development of a
to improve inventory accuracy, decrease requisition-
comprehensive physical security plan to improve asset
processing time and reallocate scarce labor
protection, decrease disaster reaction time and
resources. Gained immediate inventory status
reduce exposure to potential domestic hostility.
of over 900 line items valued in excess of
• Developed sound Sales Forecast to ensure
Operations and Purchasing had required
• Increased vendor to customer presence by
information to decrease lead times and increase
100% over previous fiscal year by visiting all
stock turnover resulting in decreased shelf
current customers within the first 7 months.
expenses on over 115 line items. • Developed a logistical pipeline and inventory control
• Reduced labor costs nearly $79K by revising program for Navy and Marine Corps aviation
S.O.P.’s, determining unfunded mandates and units training at a US Air Force base. Recaptured
eliminating redundant programs. Post action over $750M of lost inventory and reduced
feedback from customers indicated a 12% transportation costs by 30%.
improvement in unit perfor mance after • Developed Fiscal Budget to minimize
implementation of improved procedures. overhead cost and exploit revenue sharing
opportunities in Marketing programs resulting
• Provided administrative support for 60
in reduced operating costs by nearly $15K over
military and 50 civilian personnel including
previous fiscal year.
training, NAV-OSH and performance reviews.
Born Wilmington, Delaware.
I developed early leadership traits when tapped as the student leader of the Claymont High School “Flaming Arrow” Marching
Band. During my senior year of high school, I joined the US Naval Reserves and departed for active duty in the fall of 1971. Based
on entrance examination results, the Navy selected me for training as an Aviation Ordnanceman working with bombs, rockets and
missiles. Within two years, I was assigned my first management role as a crew leader with four other sailors assigned. From those
humble beginnings, I started my ascendant up the ranks. With each advancement in rank, I progressed from crew leader, to shift
supervisor, shop supervisor, branch officer, division officer, department head and general manager. Based on my professional
skills and success in leadership and management, I was awarded a commission as a Naval Officer. This promotion was achieved
without the benefit of a college degree, which I did achieve while serving as a department head. My performance of thirty years
was consistently documented by outstanding performance, innovative achievement and coast-to-coast recognition of my profes-
sional expertise. My assignment as second in command of a Naval Weapons Station was the first such assignment for any officer
in my field. Throughout my military career, I was consistently assigned positions of greater responsibility, often being the first to
be assigned to specific duties or assigned duties beyond the scope of my current rank. My varied assignments included aircraft and
shipboard equipment maintenance, avionics systems, research and development, logistical support, technician training, technical
inspection, unit and company wide management.
Upon my retirement from the Navy, my first position as a civilian was with a small business concern. As the Program Manager for
Communication Products, I marketed products to military and government agencies, foreign and domestic. I drafted responses
to RFPs (Request for Proposal), presented visual and practical demonstrations of solutions to senior management, installed
electronic systems, and provided training to client personnel. The position required extensive travel nationwide and internation-
ally. In order to increase sales, I developed strong associations with marketing and engineering personnel. I also spent considerable
time staying in contact with former and current clients. My “customer first” approach often resulted in new sales and referrals to
new sales opportunities. Typical customers included the US Navy, National Security Administration, Egyptian Air Defense Com-
mand, Raytheon, and the New York Transit Authority.
I returned to my logistics roots when I took an operations position with Airborne Express (later bought out by DHL Express) in
the parcel express delivery service. Over my two and a half year tenure, I supervised the dock and office operations of the highest
gross revenue operation in the Western Region. I quickly developed the reputation as the “go to guy” to resolve difficult customer
problems, often contacting customers from home in order to save substantial accounts from premature contract termination.
Customers routinely contacted me for advice on shipping hazardous materials, ensuring the packaging was safe and documenta-
tion complete. I developed training procedures, managed the maintenance of equipment, vehicles and facility, and coordinated
scheduling, security and vendor accounts.
I reached a plateau in my career progression after the acquisition of Airborne Express by DHL, and eagerly accepted a position
with Netflix as the Operations Manager for the second largest DVD-mail rental distribution center in the U.S. In less than one year,
the operation grew from fifty-three employees to 105 with over 500K DVDs sorted on five high-speed proprietary sorting
machines. I had direct hire responsibility and employed five different temp agencies to assist in labor scouting. As payroll, IT and
HR services were off-site, my in house staff provided data input for those functional areas. Though my success in the position
required a tremendous amount of time in the facility I had to reluctantly step aside due to a family medical problem.
I am married and the proud step-father of two teenage children here in Orange County. Some of my hobbies include gardening,
woodworking, reading and spending time with my family. I’ve spent the last six months taking care of my wife after undergoing
four serious spinal operations. I am now ready to re-enter the workforce with an industry leader.